It is a fact that most commercial computer programs recommend such a procedure. The planner can then see the program on the screen in bar chart form as he/she proceeds, but will only obtain a network printout (in precedence format) after the data has been processed. In other words the network has become virtually redundant as it has not been used to develop the structure of the project before the data was inputted.
This procedure turns network analysis on its head and does not give a project team the ability to discuss and refine the interrelationships to give the optimum results in terms of time and cost. The very act of communally drafting and developing the network generates not only an understanding and appreciation of the problems, but also enables the overall time to be reduced to an acceptable level by maximizing parallel working without necessarily increasing resources and costs. It is for this reason that I have retained the chapter setting out the case for manual analysis. Even in this age of the universal use of the PC for just about every management and operational function of an organization, the thinking process, i.e. the basic planning and sequencing of a project cannot be left to a machine.
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